Historical Evolution Of Jeans Apparel Industry

As an expert in the field of clothing brand research and joining mode observation, I believe that the franchisees in the traditional clothing industry need not talk about the electricity supplier's discoloration and regard the electricity supplier as a flood. Because from the basic theory of marketing, the electricity supplier is essentially a channel innovation, a new tool and means, not the core and the core of the business mode.

Throughout the country

The industry can be divided into three stages:

Cowboy 1.0 era: the brand originated from the OEM generation plant in China, and its advantages are mainly reflected in the production process.

The rule is low price, the target group is the low-end consumer, the consumer group basically can not talk about brand loyalty, blindly pursue lower prices, the result can only be the continuous decline of quality.

With the increasing demand for quality, the mode has been on the decline, and most franchisees are basically unprofitable.

Cowboy 2: except for a handful of top international players.

It also includes many European, Japanese and Japanese minority brands that have poured into the domestic market in recent years.

High quality but high price, many links in the middle channel, and high marketing cost can only affect the middle and high end consumers or the so-called cowboy enthusiasts.

For franchisees, not only the threshold is high, but the profit is low, and there is no strong capital strength and special channels.

The electricity supplier storm is coming, but it does not represent all the subversion of traditional business rules and value laws.

With the advent of the Internet era, the fragmentation of channels and the pparency and availability of information are essentially putting forward more stringent demands on traditional businesses in terms of "price and value balance".

In the age of cowboy 3: he was deeply aware of the pace of fashion, deeply grasped the mainstream consumption trend, boldly carried out mode innovation, and determined to integrate the industrial chain, thus giving birth to the first brand LAX7DAY Qi Tian LAN, the cowboy 3 era, which led the whole industry upgrading.

The core can be summed up as eight words: "international quality, electricity supplier price".

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The Net-a-porter loss narrowed to around 12 million 900 thousand pounds (about $20 million 200 thousand) from 19 million 300 thousand pounds (about 30 million 500 thousand US dollars).

Over the past year, operating profit has risen from 3.7% to 4.2%, and sales have risen 22.6% to 532 million 600 thousand pounds (about $835 million 100 thousand).

In fact, Amazon has been looking for the acquisition of luxury e-commerce companies, and the industry has also been flooded with the news of the peak group breaking up Net-a-Porter.

According to previous reports of fashion headlines, the Group acquired Net-a-Porter in 2010, but Net-a-Porter is not the core part of its luxury business.

A spokesman for the summit group declined to comment on the incident.

When asked about the future of Net-a-porter in the history of the group, Luca Solca, general manager of the Bank of Paris, France, said that one possibility is that the luxury group gives a value to the fashion e-commerce retailers, and then sells them to companies that are willing to invest in this fashion e-commerce retailer for a long time.

"This ideal candidate is probably Amazon," Solca said.

Amazon needs a reliable independent mall to run luxury sales, to some extent, like Tmall mall in Taobao.

Earlier this year, Solca proposed the idea of Net-a-porter's initial public offering or sale, and said it would be a positive approach for the group.

Solca added that Net-a-porte helped the Lifeng group "realize that Internet sales are important and the best way to export core business."

However, he was surprised that the peak group wanted to make it a long-term net retail business.

"This has no obvious agreement with my strategy."

He said.